Offer Builder.
Most store owners pick an offer on instinct and then ask why the ads have stopped working. This tool takes your product's real numbers, prices every offer format against them, and tells you one thing about each: after this offer, how much can you pay for an order and still break even. That is the figure I trade with on the accounts I run, and it is what separates an offer that opens an account up from one that closes it down.
Picking a market switches the currency and loads figures that are plausible there. Every field stays editable.
This is the baseline. Any offer below this figure is eating your acquisition headroom rather than adding to it.
Ranked by the most you can pay for an order after the offer. That figure is the room you have to buy customers — not the margin. Tap any format for its numbers and its ad copy.
Three-pack
Three for EGP 2,400 instead of EGP 3,000
Offer efficiency 1.0× — every unit of margin you give up reaches the customer as 1.0 times as much perceived value.
The maximum affordable discount is 43%, and 20% is the one to run. It brings the unit down to EGP 800 while you pay shipping and collection once across three units.
If only 30% of orders take the offer, blended headroom lands at EGP 544 instead of EGP 393.
Never show more than three options. A fourth stalls the decision rather than adding sales.
EGP 800 per unit instead of EGP 1,000.
Three for EGP 2,400 — save EGP 600.
Best value, and always the first to sell out.
Get all three
- 01Make the three-pack the visually featured option (border plus a 'best value' tag), with the two-pack beside it.
- 02Print the per-unit price under each bundle. The comparison happens per unit, not on the total.
- 03If the three-pack take rate passes 25%, raise the single-unit price.
The calculator tells you what the offer can carry. I tell you whether it will work.
Send me your numbers with the offer you picked and I will reply with the one I would actually run on this account, and flag anything in the figures that does not add up.
Enter a valid WhatsApp numberHow I judge any offer.
- 01Collected = the price of the products in the order, plus any shipping the customer pays. This is the figure that shows up as revenue in Ads Manager.
- 02Profit per delivered order = collected, minus cost of goods, minus the cost of the offer itself (a gift, a free unit, store credit), minus shipping, minus the collection fee.
- 03Max cost per placed order = that profit multiplied by the delivery rate, minus the shipping lost on refused orders. A refused order does not come back at zero, it comes back negative.
- 04Break-even ROAS = collected divided by the max cost per placed order. Anything under it is a loss, however healthy the ad account looks.
- 05Offer efficiency = the value the customer feels they gained, divided by what you actually paid. A discount is always one to one. Gifts, free units and store credit are higher, and an anchor price is infinite because it costs nothing at all.
The tool assumes a refused order costs you the outbound leg with no revenue. If your courier bills the return leg too, double the shipping figure. Prepaid orders are modelled at a 97% delivery rate and a 2.5% gateway fee, which is what I see on the accounts I run.
Four mistakes I find in almost every account.
The discount is announced before anyone does the maths.
The first move when sales stall is 20% off. That discount takes more out of your acquisition headroom than it takes off the price, and in most accounts I have seen it could have been a bundle at the same cost with twice the effect.
The offer is judged on margin instead of cost per order.
The spreadsheet says the margin is 40%, so the offer looks fine. Ads Manager says the cost per order is 450. Those two numbers have nothing to say to each other until the delivery rate and the lost shipping are in the calculation — and only then do you know what the offer can carry.
The delivery rate is not in the equation at all.
A product delivering at 65% is not the same product at 85%, even at an identical price and cost. That gap changes which offer is right from the ground up, and once it is calculated properly the best offer for some products turns out to be the one that reduces cancellations rather than the one that raises order value.
The offer keeps running after it ends.
An offer with no end date becomes the new price, and two months later going back is impossible without sales falling. Every offer you run needs an announced window.
